Leadership in 21st Century Organizations from Coursera

What's inside

Syllabus

Course Preview and Intro

Join Jim Barton on a leadership journey...that quickly becomes tougher than expected!

Taking on a New Leadership Role

So you've been presented with a new leadership "opportunity"...should you accept it? Should Jim Barton have taken this job? How would YOU decide?

Getting Oriented and Assessing Your Team

As a new leader, the first order of business is to survey the landscape, get your bearings, and figure out what's really going on. Perhaps the most crucial part of that is assessing the team you've inherited. Who will be an ally in what you need to accomplish? Who will be an obstacle? Who should stay, and who should go? How will YOU decide?

Communication in an Age of Super Transparency

In an age of social media and super hackers, leaders have to worry more than ever about secrets getting out, making hard decisions under scrutiny, and people misinterpreting what the company and its leaders are doing. Thanks primarily to the advance of technology, the organizational activities have never been more transparent. How should a leader take this new 21st century reality into account? Do past communications and PR approaches need to change? How would YOU do it?

Leading Collaboration

When you're building something as complicated as an airplane, people have to work together. As a leader, it's a part of your job to populate teams, develop relationships, orchestrate process, and set up conducive environments to maximize the effectiveness of collaborative work. How is this done? How would YOU accomplish it?

Motivating and Inspiring

A leader must be able to move other people -- potentially in directions those others do not wish to go. A very important part of a leader's role, then, is to motivate people -- to somehow provide the impulse to move others in a particular direction. Indeed, a leader often needs to get people moving together, in a similar direction. But there are different ways of doing this. Incentives, for example, operate differently than inspiration, and the two might not work equally well in a particular circumstance. How should the 21st century leader motivate people? What would YOU do?

Effective Governance

A leader operates within a framework that outlines her or his responsibilities, range of authority, and access to resources -- we call such frameworks "governance." Governance empowers a leader but also looks over her or his shoulder. A precondition for effectiveness as a leader is having a foundation of sound governance. And although it can be rather tricky, leaders sometimes have to try to make changes to the governance framework within which they work. If you're a CEO and you decide you have an ineffective board of directors -- to whom you report -- what would YOU do?

Leading Change

Convincing people to change their ways might be THE hardest job a leader has to do. And if getting people to change is hard, getting groups -- who work together in the old ways and reinforce each other's sense of "the way it's always been" -- is even harder. But if you're going to transform a company, you're going to have to change things, in a big way. How would YOU go about it?

Managing Talent

In the 21st century, the biggest assets an organization has are its people what they can do. The evidence of this? Apple, Google, and Microsoft all have market values higher than Exxon (a company with vastly more physical assets). A very important job of a 21st century leader, then, is to attract, retain, and continue to develop the talents and skills of the people within the organization. Talent is a success multiplier, and an organization's leader is its talent-developer-in-chief. How should this be done? How would you do it?

Leading in Crisis

No matter how effective you are as a leader, sometimes things go wrong. In a crisis, a leader must make tough decision under the pressure of a ticking clock. That's really hard, partly because crises are (thankfully) rare and few people have a lot of experience with them. And yet, you need to get it right. The stakes, in a crisis, are often very, very high, for the organization and for a leader's career. As a leader, sooner or later you will have to deal with a crisis. How will YOU measure up?

Leading Innovation

Thanks to mature communications and transportation networks, it has never been easier for low cost producers to market low priced products and services all over the world. Because of this, companies -- especially those not located in low cost regions -- need to innovate, in order to keep offering products and services that are better, even if they aren't cheaper. In the 21st century, the capacity to innovate has become extremely important to business success. And it's the leader's job to create the conditions in which her or his people can innovate effectively. A leader must espouse principles, processes, and practices that allow the organization to innovation better than its rivals. How to do this? How would YOU do it?

Leading Execution

It's "where the rubber hits the road." Execution. If you can't execute, it doesn't matter how well you strategize or how visionary you are. Execution is the art and science of getting it done. But how should a leader do that? How would YOU?

Public Life, Private Life

You've seen it all too often in the newspaper headlines: a prominent leader called on to resign, not because of failure to perform on the job, but because of something troubling (at least to some) that has transpired in their so-called "private life" that has become public. Where is the boundary between public life and private life for a leader? Indeed, is there a boundary? Why do so many leaders have problems with this? How does it bear on notions of leadership character and integrity? What is YOUR personal philosophy in this important area?

Vision and the Role of Culture

The eminent management thinker Peter Drucker once said that "Culture eats strategy for breakfast." Lou Gerstner, after he turned around IBM, often said that the importance of culture was the one thing he seriously underestimated. What is culture? According to the simplest definition, widely used, culture is "the way we do things around here." But how should the leader influence that? What would YOU do?

Modern Theories of Leadership

Leadership is an active, if fragmented, field of management research. In this module, you'll encounter some of the ideas researchers have come up with to describe and improve the practice of leadership. Some of these theories have had more influence than others. Some have had less influence on the practice of leadership than many of the ideas we've already seen in the course (e.g., economic agency theory). We offer these here to raise the possibility that some of these ideas might help YOU as you synthesize a personal approach to leadership in the 21st century.

A Study in Leadership Failure: The Financial Crisis (Part 1)

The early 21st century has seen some spectacular failures of leadership. From the BP Deepwater Horizon explosion and oil spill, to the Fukushima Daiichi nuclear disaster, to the 2008 financial crisis, we've seen a lot of major things go wrong with leadership. You could argue that these are examples of 20th century leadership applied to 21st century challenges...and that resulting failures demonstrate the need for a new leadership approach. In this module, we'll begin trying to understand some of the things that went wrong in the extremely complicated 2008 financial crisis.

A Study in Leadership Failure: The Financial Crisis (Part 2)

We continue our examination of the inner complexities of the 2008 financial crisis.

Real Leadership Case Study: Lord John Browne, British Petroleum

We've met Jim Barton and followed him on his journey. In this module, we turn the ideas we've discussed and developed in the course so far to the case of a real leader. What is YOUR assessment of the leadership of Lord John Browne, former CEO of BP

Synthesis - Leadership in 21st Century Organizations

Putting it all together. Last thoughts and attempts to synthesize thoughts about 21st century leadership.

Good to know

Know what's good

, what to watch for

, and possible dealbreakers

Delves into the challenges and opportunities of 21st century leadership

Taught by multiple instructors with diverse experiences and insights

Suitable for individuals seeking to enhance their leadership skills in complex and rapidly evolving business environments

Provides practical tools and frameworks to navigate 21st century leadership challenges

Builds on established leadership concepts while addressing emerging trends and challenges

Features real-world case studies and examples to illustrate the complexities of 21st century leadership

Reviews summary

Leadership insights and role play

Learners say this well structured course contains depth and provides an enjoyable role play aspect.

Course is deep with substantive content.

"Great course. Some depth and well structured."

Unique and immersive role play activities.

"Enjoy the role play aspect too."

Activities

Be better prepared before your course. Deepen your understanding during and after it. Supplement your coursework and achieve mastery of the topics covered in Leadership in 21st Century Organizations with these activities:

Watch video tutorials on leadership development

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Gain additional perspectives on leadership by watching tutorials from experts in the field.

Browse courses on Leadership Development

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Search for video tutorials on leadership development.
Select tutorials that cover topics relevant to your interests or learning goals.
Watch the tutorials and take notes on key points.

Review the basics of leadership

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Familiarize yourself with the fundamental concepts of leadership to set a solid foundation for the course.

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Read the course syllabus and introductory materials.
Review notes or readings from previous courses on leadership or management.
Watch videos or listen to podcasts on leadership topics.

Read 'Harder Than I Thought: Adventures of a 21st Century Leader'

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Gain insights from real-world leadership experiences and challenges by reading the book upon which the course is based.

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Purchase or borrow the book.
Read the book thoroughly.
Take notes on key concepts and insights.

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Organize a study group with classmates

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Engage with peers, exchange insights, and enhance your understanding of course concepts.

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Reach out to classmates and form a study group.
Set regular meeting times and locations.
Establish ground rules for participation and discussion.

Practice applying leadership concepts

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Engage in exercises that allow you to apply the leadership concepts discussed in the course.

Browse courses on Leadership Skills

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Participate in case study discussions or simulations.
Complete online quizzes or assessments.
Conduct role-playing exercises with classmates or colleagues.

Develop a leadership development plan

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Create a personalized plan to enhance your leadership skills and capabilities.

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Reflect on your current leadership strengths and areas for improvement.
Set specific and measurable leadership goals.
Identify resources and activities to support your development.
Create a timeline and milestones for achieving your goals.

Create a leadership presentation

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Develop your communication and leadership skills by creating a presentation on a relevant topic.

Browse courses on Leadership Communication

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Practice delivering your presentation.
Choose a leadership topic of interest.
Research and gather information on the topic.
Develop an outline and structure for your presentation.
Create slides and visuals to support your content.

Contribute to an open-source leadership project

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Engage with the broader leadership community and participate in collaborative projects.

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Identify an open-source project related to leadership.
Join the project community and learn about its goals.
Contribute to the project in a meaningful way.
Network with other contributors and learn from their experiences.

Career center

Learners who complete Leadership in 21st Century Organizations will develop knowledge and skills that may be useful to these careers:

Chief Executive Officer

The CEO is responsible for the overall success of an organization. This course may be useful for CEOs, as it provides insights into 21st century leadership challenges such as globalization, technological change, and increasing stakeholder scrutiny. The course also provides a framework for developing a personal leadership approach that is aligned with the demands of the 21st century.

See salaries and explore the career path for Chief Executive Officer

Chief Operating Officer

The COO is responsible for the day-to-day operations of an organization. This course may be useful for COOs, as it provides insights into 21st century leadership challenges such as managing a diverse workforce, increasing productivity, and improving customer service. The course also provides a framework for developing a personal leadership approach that is aligned with the demands of the 21st century.

See salaries and explore the career path for Chief Operating Officer

Chief Financial Officer

The CFO is responsible for the financial health of an organization. This course may be useful for CFOs, as it provides insights into 21st century leadership challenges such as managing risk, increasing profitability, and improving financial reporting. The course also provides a framework for developing a personal leadership approach that is aligned with the demands of the 21st century.

See salaries and explore the career path for Chief Financial Officer

Chief Marketing Officer

The CMO is responsible for the marketing and sales of an organization's products or services. This course may be useful for CMOs, as it provides insights into 21st century leadership challenges such as managing a global brand, increasing customer engagement, and improving marketing ROI. The course also provides a framework for developing a personal leadership approach that is aligned with the demands of the 21st century.

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Chief Information Officer

The CIO is responsible for the information technology systems of an organization. This course may be useful for CIOs, as it provides insights into 21st century leadership challenges such as managing data security, implementing new technologies, and improving IT efficiency. The course also provides a framework for developing a personal leadership approach that is aligned with the demands of the 21st century.

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Chief Human Resources Officer

The CHRO is responsible for the human resources of an organization. This course may be useful for CHROs, as it provides insights into 21st century leadership challenges such as managing a diverse workforce, attracting and retaining top talent, and developing future leaders. The course also provides a framework for developing a personal leadership approach that is aligned with the demands of the 21st century.

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Project Manager

Project managers are responsible for planning, executing, and closing projects. This course may be useful for project managers, as it provides insights into 21st century leadership challenges such as managing stakeholder expectations, managing risk, and communicating effectively. The course also provides a framework for developing a personal leadership approach that is aligned with the demands of the 21st century.

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Consultant

Consultants provide advice to organizations on a variety of topics. This course may be useful for consultants, as it provides insights into 21st century leadership challenges such as managing client relationships, developing effective solutions, and communicating complex ideas. The course also provides a framework for developing a personal leadership approach that is aligned with the demands of the 21st century.

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Entrepreneur

Entrepreneurs start and run their own businesses. This course may be useful for entrepreneurs, as it provides insights into 21st century leadership challenges such as managing risk, raising capital, and marketing a new product or service. The course also provides a framework for developing a personal leadership approach that is aligned with the demands of the 21st century.

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Nonprofit Executive Director

Nonprofit executive directors lead nonprofit organizations. This course may be useful for nonprofit executive directors, as it provides insights into 21st century leadership challenges such as managing a diverse stakeholder group, fundraising, and advocating for social change. The course also provides a framework for developing a personal leadership approach that is aligned with the demands of the 21st century.

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Educator

Educators teach students at all levels. This course may be useful for educators, as it provides insights into 21st century leadership challenges such as managing a diverse classroom, motivating students, and using technology in the classroom. The course also provides a framework for developing a personal leadership approach that is aligned with the demands of the 21st century.

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Healthcare Administrator

Healthcare administrators manage the day-to-day operations of healthcare organizations. This course may be useful for healthcare administrators, as it provides insights into 21st century leadership challenges such as managing a complex healthcare system, improving patient care, and reducing costs. The course also provides a framework for developing a personal leadership approach that is aligned with the demands of the 21st century.

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Government Official

Government officials manage the day-to-day operations of government agencies. This course may be useful for government officials, as it provides insights into 21st century leadership challenges such as managing a diverse constituency, making policy decisions, and communicating with the public. The course also provides a framework for developing a personal leadership approach that is aligned with the demands of the 21st century.

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Operations Manager

Operations managers are responsible for the day-to-day operations of a company. This course may be useful for operations managers, as it provides insights into 21st century leadership challenges such as managing a global supply chain, improving productivity, and reducing costs. The course also provides a framework for developing a personal leadership approach that is aligned with the demands of the 21st century.

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Sales Manager

Sales managers are responsible for the sales of a company's products or services. This course may be useful for sales managers, as it provides insights into 21st century leadership challenges such as managing a sales team, developing effective sales strategies, and closing deals. The course also provides a framework for developing a personal leadership approach that is aligned with the demands of the 21st century.

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